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[Thompson, M.][McGrath, M.][Whorton, J.]

Thompson, M. P., McGrath, M. R. and Whorton, J. (1981). 'The Competing Values Approach: Its Application and Utility'. Public Productivity Review 5(2): 188
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The competing values framework generates many insights and concepts that lead to success in a variety of settings. The competing values framework is helpful in learning, teaching, diagnosing, analyzing, and influencing. It is a powerful pedagogical and diagnostic instrument relevant to both the classroom and the boardroom. The major assumption of the model is that, in all organizations, tensions exist among competing needs, values, tasks, and perceptions. The design of the model is to assist people in graphing their perceptions of their tensions. An organizational diagnosis has a fundamental aspect that brings a ''framework'' to the task. Individuals who engage in diagnosis bring a particular conceptual framework to the task, whether or not they are conscious of their attitudes. The diagnostic framework of the competing values method provides the diagnostician with a simple, concrete, comprehensive, and easily applied model for organizational diagnosis and analysis. The model provides a common language for discussions of organizational effectiveness and performance as well as to facilitate communication about organizational performance.